Creating a Top 100 Workplace Through Constructive Leadership and Culture

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Creating a Top 100 Workplace Through Constructive

Leadership and Culture

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Speaker:

Moderator: Kellye Whitney

Managing Editor

Talent Management magazine

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Ken Curtis

Practice Leader

MNP Consulting

Debbie Lane

Executive Vice President, SaskCentral

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Kellye Whitney

Managing Editor

Talent Management magazine



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Ken Curtis

Practice Leader

MNP Consulting

Debbie Lane

Executive Vice President,

SaskCentral

May 1, 2012

7

Creating a Top 100 Workplace Through

Constructive Leadership and Culture

Ken Curtis

Practice Leader, MNP Consulting

Debbie Lane

Executive Vice President, SaskCentral

About SaskCentral

8

SaskCentral…

is a financial services co-operative that serves

credit unions in Saskatchewan, Canada.

SaskCentral’s Key Services

9

Our key services include:

• Statutory liquidity management

• Assistance with legislation compliance

• Strategic investment management

• Governance support

• Advocacy

• Market research

• Innovation

Topics for Today’s Webinar

10

We will focus on: • Our journey at SaskCentral and how we

were able to transform its culture

• What culture alignment has meant for our

people

• How leadership commitment and culture

enhancement has benefited our

organization

The Catalyst for Culture Change

11

In the 1990s…

- an explosion of choices became available to

banking consumers

- the global market expanded

- and the Internet changed the game

SaskCentral’s then CEO…

- directed the HR team to find a way to examine

our organizational culture

- was committed to building a work environment

that could enhance growth and financial results

CEO’s Requirements

12

Our former CEO, Sid Bildfell, and

current CEO, Ken Anderson, had two

requirements:

1. Employees make a long-term commitment

to the culture change effort

2. A validated survey be selected and “used

for life” to benchmark, provide actionable

insights, and measure progress

Finding the Right Tools

13

HR required an external resource who could assist

with:

• Assessing our current work environment

• Identifying and assessing the factors that

were shaping it

• Identifying the kind of work environment that

would optimize our ability to achieve our

vision

That resource was found in an organization

development team that we trusted—MNP

Consulting.

The Commitment

14

Ken Curtis MNP Consulting

Saskatchewan, Canada

Debbie Lane Executive Vice President,

SaskCentral

The Validated Survey

15

We selected the Organizational Culture Inventory®

by Human Synergistics International because it… • measures culture in a way that better predicts outcomes (quality,

performance, and retention) than do engagement or climate

surveys

• provides highly visual feedback

• is the most thoroughly researched and widely used culture

survey

• uses benchmarks based on research (not client) data

• is standardized—permitting meaningful comparisons over time

• ties into the Organizational Effectiveness Inventory® and

Leadership/Impact® to facilitate action planning and leadership

development

Copyright © 2012 by Human Synergistics International. All rights reserved.

What is Organizational Culture?

16

Culture is the shared values and

beliefs that can lead to norms and

expectations that guide how:

• Decisions are made

• People approach their work

• Colleagues interact

Copyright © 2012 by Human Synergistics International. All rights reserved.

Quantifying Culture—

The Circumplex

17 Research and Development by Robert A. Cooke, Ph.D. & J. Clayton Lafferty, Ph.D.

Copyright © 1973-2012 by Human Synergistics International. All rights reserved.

7 gain status and influence

by being critical and constantly

challenging one another

8 take charge and “control” others,

and make decisions autocratically

9 operate in a “win-lose” framework”

and work against peers to be noticed

10 avoid making mistakes, work long hours,

and keep “on top” of everything

12 enjoy their work

and produce high-quality products/services

1 be supportive

and constructive in dealing with others

2 be open & friendly

and sensitive to the satisfaction

of the work group

11 set challenging goals

and solve problems effectively

3 agree with, gain the approval of,

and be liked by others

4 conform, follow the rules,

and make a good impression

5 do what they are told

and clear

all decisions with supervisors

6 shift responsibilities to others

and avoid being blamed for mistakes

Members are expected to…

How Culture Works



Human Synergistics and Towers-Perrin

Research on Culture and Profitability

19

Type of Culture Profitability (Over 3 Years)

Constructive Higher earnings

Passive/Defensive No Statistically Significant

Correlation

Aggressive/Defensive Greater volatility

Profitability data provided by Towers-Perrin: Profitability measured by earnings/sales ratios based on averages for the three-year period;

volatility scores based on standard deviations across the three years. Culture types measured by the Organizational Culture Inventory®..

Organizational Culture Inventory® Copyright © 2012 by Human Synergistics International. All rights reserved.

First Look

20

Our first look at our culture was quite

a humbling experience!

It was characterized by:

• the good

• the bad, and

• the ugly

SaskCentral Culture Profiles



Ideal Culture

(1996 to Present)

Operating Culture

(1996)

OEI Levers for Culture Change

22 Organizational Effectiveness Inventory®. Copyright © 2012 by Human Synergistics International. All rights reserved.

OEI Outcomes of Culture

23 Organizational Effectiveness Inventory®. Copyright © 2012 by Human Synergistics International. All rights reserved.

Moving in the Right Direction



By 2003, we had made progress!

Research and Development by Robert A. Cooke, Ph.D. & J. Clayton Lafferty, Ph.D.


Ideal Culture Operating Culture—2003

Getting to Our Ideal

25

Our change road map required

both “internal” and “external”

perspectives and resources.

• Internal: • A Service Excellence Committee was formed

• External: • Consultant facilitated presentations to every division

of the company to drive home the nature of their sub-

cultures

• Agents of Change were carefully selected and trained

in culture alignment and change management

Keeping the Momentum Going

26

MNP designed a leadership development

program for the top 3 tiers of management

• Leadership/Impact® Inventory

• Coaching on their individual contribution

to “cascading the culture”

• Facilitating divisional planning efforts • Reach for the Blue (Constructive Culture)

Actual Impact Varies

27

Impact of the Most Effective

and Successful Leaders

Impact of the Least Effective

and Successful Leaders



Top 10% vs Bottom 10% within a major corporation

Effectiveness based on ratings by superiors, peers and direct reports;

success based on salary increases over time

Outcomes

28

Confidence was growing and we realized that

we could adapt the work environment to more

closely match our Ideal vision

• Launched an Innovation Initiative in 2008

• MNP measured effectiveness by including items

at the end of the Organizational Effectiveness

Inventory® (OEI)

• OEI measures of Staff Satisfaction, which were

increasing each year, became a component of

the Balanced Score Card

• SaskCentral emerged as a preferred employer

2009 Results

29

Approaching our goal: • Change in CEO due to

retirement

• New CEO (internal succession)

had a history with the culture

initiative and maintained his

commitment to strengthen the

culture

• Consistency is seen as part of

our success



Maintaining Commitment

30

• Ongoing biennial assessment of culture

• Ongoing annual assessment of our

effectiveness

• Re-structuring of SaskCentral in 2009 as result

of the global economic downturn

• Executive team changes

• Launch of unique HR initiatives empowering

employees

• Leadership development

Achieving Our Vision



Ideal Culture

(1996 to Present)

Operating Culture

(2011)

2012 Outcomes

32 Organizational Effectiveness Inventory®. Copyright © 2012 by Human Synergistics International.

All rights reserved.

Comparisons to HSI

Constructive Benchmarks Outcomes Improvement from

1997-2012

Exceeds HSI’s

Constructive Benchmark

External Adaptability 1.08

Intra-Unit Teamwork and

Cooperation .20

Departmental Level Quality .44

Role Conflict .50

Inter-Unit Coordination .40

Intention to Stay 1.05

Stress .93

Motivation 1.32

Organizational Level Quality .49 Exceeds HSI’s Historical Average

Satisfaction 1.21

Role Clarity .69

Job Insecurity 1.17 Copyright © 2011 by Human Synergistics International. All rights reserved.

33

Additional Outcomes

2011 • Staff Satisfaction at 96th

percentile—an

all-time high

• #1 Best Workplace for

Women in Canada


Respect in Canada

• #31 Best Workplace in

Canada

2012 • Staff Satisfaction will be

re-assessed in June,

2012


Women in Canada

• Top Six Best Workplace

for Respect in Canada

• Top Six Best Workplace

for Credibility in Canada

And…

Copyright © 2011 by Human Synergistics International. All rights reserved. 34

Additional Outcomes

2012

• #1 Best Workplace in Canada

Copyright © 2011 by Human Synergistics International. All rights reserved. 35

Poll Question

36

Do you know what your current culture

looks like?

a) Yes

b) No

If Yes, how do you know?

a) internal survey (developed in house)

b) validated survey (tested, reliable, and

used across many organizations)

c) observations, focus groups, or other

qualitative methods

Questions

37

Thank you for your interest today.

If anyone has any further questions, please e-

mail them to: [email protected]

For more information on MNP Consulting or

SaskCentral, please visit our websites:

www.saskcentral.com www.mnp.ca

mailto:[email protected]

http://www.saskcentral.com/

http://www.mnp.ca/

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